AComparative Study of Success and Failure in Re-engineering Projects and Provide an Integrated Model

Reengineering is the fundamental approach for rethinking and redesigning of process in order to obtain dramatic improvements in performance of organization, reducing time, cost, and human resources. This concept is provided by Hammer and Davenport and Short in 1990. Many organizations have reported dramatic benefits gained from the successful implementation of re-engineering projects but Hammer and Champy noted that as many as 70 percent do not achieve the dramatic results they seek in 1993. This paper examines success and failure of re-engineering projects and provides a model of Integrated the Re-engineering. The factors of model are: "top management commitment and support", "change management", "strategic alignment", "Understand the principles and concepts of re-engineering", "project management", "Reengineering Team", "methodology", "IT infrastructure", "Implementation", "Empowering Employee" and "adequate financial resources". Each of attention or neglect to these factors can lead to the success or failure of reengineering projects.